Systems Analysis and Design

Alan Dennis, Barbara Haley Wixom, and Roberta Roth

John Wiley & Sons, Inc.

Slides by Candace S. Garrod

Red Rocks Community College

PowerPoint Presentation for Dennis, Wixom, & Roth Systems Analysis and Design, 3rd Edition
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 Project Management
Chapter 3

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 Key Definitions
Project management is the process of
planning and controlling the development
of a system within a specified timeframe
at a minimum cost with the right
functionality.
A project manager has the primary
responsibility for managing the hundreds
of tasks and roles that need to be
carefully coordinated.
PowerPoint Presentation for Dennis, Wixom, & Roth Systems Analysis and Design, 3rd Edition
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 Four Key Steps in Managing
Projects
Identifying project size
Creating and managing the
workplan
Staffing the project
Coordinating project activities

PowerPoint Presentation for Dennis, Wixom, & Roth Systems Analysis and Design, 3rd Edition
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 IDENTIFYING PROJECT SIZE

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 Project Manager’s Balancing Act
Project Management involves
making trade-offs… Project Size

Pro
ject

e
m
Ti
Cos

t
ec
t

oj
Modifying one element

Pr
requires adjusting the others

PowerPoint Presentation for Dennis, Wixom, & Roth Systems Analysis and Design, 3rd Edition
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 Project Estimation

The process of assigning projected

values for time and effort
Sources of estimates
Methodology in use
Actual previous projects
Experienced developers
Estimates begin as a range and become
more specific as the project progresses
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 Project Time Using the
Planning Phase Approach

PowerPoint Presentation for Dennis, Wixom, & Roth Systems Analysis and Design, 3rd Edition
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 Project Estimation Using the
Function Point Approach

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 Function Point Estimation
Worksheet
Step One – Estimate System Size
(System Components)

Complexity

Description Total Low Medium High Total

Number
Inputs 6 3x3 2x4 1x6 23

Outputs 19 4x4 10 x 5 5x7 101

Queries 15 0x7 15 x 10 0 x 15 39
Files 15 0x7 15 x 10 0 x 15 150

Program 3 1x5 0x7 2 x 10 25

Interfaces
Total Unadjusted Function Points (TUFF): 338

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 Function Point Estimation
Worksheet
Step One – Estimate System Size
(Overall System - Example)

Data Communications 3
Heavy use configuration 0
Transaction rate 0
End-user efficiency 0
Complex processing 0
Installation ease 0
Multiple sites 0
Performance 0
Distributed functions 2
Online data entry 2
Reusability 1
Operational ease 0
Extensibility 0

Total Processing Complexity (PC): 8

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 Function Point Estimation
Adjusting the Function Points

Processing Complexity (PC): ________

(From Step 2)

Adjusted Processing
Complexity (PCA) = 0.65 + (0.01 * ____ )

Total Adjusted
Function Points: 73 * 338 = 247
(TUFP -- From Step 1)

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 Function Points Estimation
Review of Adjustments

Adjusted Project Complexity

= .065 + (0.01 * Project Complexity)

Total Adjusted Function Points

Adjusted Project Complexity * TUFP

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 Converting Function Points to
Lines of Code

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 Function Point Estimation
Step Two – Estimate Effort Required

Function of size and production rate

COCOMO model
(Effort in = 1.4 * thousands-of-lines-of-code
Person Months)

Example:

If LOC = 10000 Then...

Effort = (1.4 * 10) = 14 Person Months

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 Function Point Estimation
Step Three - Schedule Time
Rule of thumb for estimation

Schedule Time (months)

=

3.0 * person-months (1/3 is the exponent)

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 CREATING AND MANAGING THE
WORK PLAN

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 A Workplan Example
Work Plan Information Example

Name of task Perform economic feasibility

Start date Jan 05, 2005
Completion date Jan 19, 2005
Person assigned Project sponsor: Mary Smith
Deliverable(s) Cost-benefit analysis
Completion status Open
Priority High
Resources needed Spreadsheet
Estimated time 16 hours
Actual time 14.5 hours

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 Identifying Tasks

Methodology
Using standard list of tasks
Top-down approach
Identify highest level tasks
Break them into increasingly smaller
units
Organize into work breakdown
structure
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 Project Workplan

List of all tasks in the work

breakdown structure, plus
Duration of task
Current task status
Task dependencies
Milestone (dates)

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 Tracking Project Tasks

Gantt Chart
Bar chart format
Useful to monitor project status at any
point in time
PERT Chart
Flowchart format
Illustrate task dependencies and
critical path
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 Tracking Tasks Using Gantt Chart
Task Week
2 3 4 5 6 7 8 9 10 11
12 13
Go to Library

Go to Bookstore

Select and Purchase Book

Skim Book

Write Phase One

Read Book Carefully

Write Phase Two

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 Tracking Tasks Using PERT Chart

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 Hurricane Model

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 Margins of Error in
Cost and Time Estimates

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 Managing Scope
Scope creep
JAD and prototyping
Formal change approval
Defer additional requirements as
future system enhancements

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 Timeboxing

Fixed deadline
Reduced functionality, if necessary
Fewer “finishing touches”

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 Timeboxing Steps
1. Set delivery date
Deadline should not be impossible
Should be set by development group
2. Prioritize features by importance
3. Build the system core
4. Postpone unfinished functionality
5. Deliver the system with core functionality
6. Repeat steps 3-5 to add refinements and
enhancements

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 STAFFING THE PROJECT

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 Staffing Attributes
Staffing levels will change over a
project’s lifetime
Adding staff may add more
overhead than additional labor
Using teams of 8-10 reporting in a
hierarchical structure can reduce
complexity
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 Increasing Complexity with
Larger Teams

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 Your Turn
How do you know how many
people to assign to a project?

How do you know what special

skills will be needed for
completion of the project?

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 Key Definitions
The staffing plan describes the kinds
of people working on the project
The project charter describes the
project’s objectives and rules
A functional lead manages a group of
analysts
A technical lead oversees progress of
programmers and technical staff
members
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 Motivation
Use monetary rewards cautiously
Use intrinsic rewards
Recognition
Achievement
The work itself
Responsibility
Advancement
Chance to learn new skills
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 Handling Conflict
Clearly define project plans
Recognize project importance to
organization
Project charter listing norms and
groundrules
Develop schedule commitments ahead of
time
Forecast other priorities and their
possible impact on the project
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 COORDINATING PROJECT
ACTIVITIES

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 CASE Tools

Planning Analysis Design Implementation

Upper CASE Lower CASE

Integrated CASE (I-CASE)

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 CASE Components
Diagrams Screen
Designs

CASE Repository

Procedural Metadata
Logic

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 Standards

Examples
Formal rules for naming files
Forms indicating goals reached
Programming guidelines

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 Documentation

Project binder
Table of contents
Continual updating

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 Managing Risk

Risk assessment
Actions to reduce risk
Revised assessment

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 Classic Mistakes
Overly optimistic schedule
Failing to monitor schedule
Failing to update schedule
Adding people to a late project

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 Summary
Project management is critical to
successful development of new
systems
Project management involves
planning, controlling and reporting
on time, labor, and costs.

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